PMP Study Notes 4

8/17/2019 PMP Study Notes 4

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PMP Study Notes 4: Integration Management

http://edward-designer.com/web/pmp-project-integration-management/

• integration management is needed when processesinteracts

• to identify,combine, unify and coordinate various processes/activities and manage the

interdependencies

• communication is most important

• a PM Plan not meeting requirements is a defect

Project Integration Management ITTOs

Develop Project Charter Project SOW

Business CaseAgreements

Enterprise Environmental

Factors

Organization Process

Assets

Expert Judgements

FacilitationTechniques

Project Charter

Develop Project

Management Plan

Project Charter

Outputs from Planning

Processes

Enterprise Environment

Factors


Assets

Expert Judgements

Facilitation

Techniques

Project Management Plan

Direct and Manage Project

Work


Approved Change

Requests


Factors


Assets

Expert Judgements

PMISMeetings

Deliverables

Work PerformanceData

Change Requests

PM Plan Updates

Project Document Updates

Monitor and Control

Project Work


Schedule Forecasts

Cost Forecasts

Validated Changes

Work PerformanceInfo


Factors


Assets

Expert Judgements

Analytical

Techniques

PMISMeetings

Work PerformanceReports

Change Requests

PM Plan Updates


http://edward-designer.com/web/pmp-project-integration-management/http://edward-designer.com/web/pmp-project-integration-management/


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Perform Integrated

Change Control


Work PerformanceReports

Change Requests


Factors

Organization ProcessAssets

Expert Judgements

Meetings

Change Control

Tools

Approved Change Requests

Change Log

PM Plan Updates


Close Project or Phase Project Management Plan

Accepted Deliverables


Assets

Expert Judgements

Analytical

Techniques

Meetings

Final Product/Service/Result

Transition

Organization Process Assets

Update

Develop Project Charter

• formally authorize the project and allow the PM to apply organizational resources

• well-defined project start and project boundaries

• project charter is a several page document including high level information of the project: project

background, business case, goals (S.M.A.R.T. specific, measurable, attainable, realistic, time-bound),

who is and the authority of the project manager, budget, risk, stakeholders, deliverables, approval criteria,

etc.

• can link the project to other works in the organization through portfolio/program management

• signed off by thesponsor (the one who supply the money/resources)

• agreements: either a contract (for external parties), letter of intent, service level agreement, etc.

(can be legally binding or NOT)

• a charter isNOT a contract because there is no consideration

• PMO may provide the expert judgement

• Facilitation techniques includes brainstorming, conflict resolution, problem solving, meeting, etc.

Develop Project Management Plan• the project management plan is aformal written document on how the project is executed,

monitored and closed, including all subsidiary management plans

(scope,requirements,change,configuration, schedule, cost, quality, process improvement, human

resource, communication, risk, procurement) and documents (cost baseline, schedule baseline, scope


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baseline,performance measurement baseline, cost estimate, schedule, responsibility for each

deliverable, staff requirements) and some additional documents/plans (selected PM processes and level

of implementation)

• the contents to be tailored by the PM (tailoring) to suit each project

• created by PM, signed off by destinedKEY stakeholders(e.g. project sponsor, project team,

project manager)

• may be progressively elaborated in iterative phases (outputs from other processes), this must be

thefinalprocess/iteration to consolidate the PM Plan

• when the project management plan isbaselined (i.e. validated and then signed off by key

stakeholders), it is subject to formalchange control and is used as a basis for comparison to the actual

plan

• after baselining, thesenior management must be consulted if these high level constraints are to

be altered (whether to use themanagement reserves)

• can bere-baselined if significant changes are seen (scope change, internal changes/variances

(for the project execution), external factors) knows when to spend

money),scopebaseline (includes scope statement, WBS, WBS dictionary): whether

preventive/corrective/defect repair actions are needed

• theperformance measurement baseline (PMB) is anapproved scope-schedule-cost plan for

the project work (to use inearned value management), it includes contingency reserve but

excludesmanagementreserves

• configuration management(works with change control management plan),document all

change versions of project deliverables and completed project components, PMIS

includes:Configuration Management System (contains the updated deliverable/project specifications

and processes) andChange Control System (contains formal documents for tracking changes)


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• configuration management system contains the most updated version of project

documents

• other project documents NOT included in the project management plan:

• Kick-off Meeting: at beginning of the project/phase, participants including project

team+stakeholders, element including project review, responsibility assignment matrix, participation of

stakeholders, escalation path, frequency of meetings

• Microsoft Project is considered by PMI as close to abar chart, not an PMIS

Direct and Manage Project Work

• create project deliverables, acquire/assign/train staff, manage vendors, collect data for reports,

document lessons learned

• implement approved process improvement plans and changes, change requests

includecorrective actions,preventive actions,defect repair andupdates(all considered to be change

requests)

• if the PM discovers a defect, he/she should instruct the team to make defect repair during this

process (need change request but may be approved by the PM only (if stipulated in PM Plan for minor

change))

• approved change requests – approved in the perform integrated change control, may include

preventive, corrective and defect repair actions

• change requestsmay arise as a result ofimplementing approved change requests

• PM should be of service to the team, not a boss

• a work authorization system (part of EEF) definesapproval levels needed to issue work

authorization(to allocate the work) and is used to prevent scope creep as formal approval must be

sought before work begins

• Stakeholder risk tolerance is part of EEF

• Face-to-face meeting is considered to be most effective

• The PM Plan can beconsidered as a deliverable

• most of the time of project spends here


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Monitor and Control Project Workvalidated changes –actions taken as a result of the approved change requests are validated against the

original change requests, to ensure correct implementation

•

corrective and preventive actions usually don’t affect the baseline, only affect the performance

against the baseline

• defect repair: considered asrework, deliverable not accepted, either rework or scrap, strongly

advise defect prevention to defect repair

• the work performance info is fed from all other control processes (e.g. control schedule, control

stakeholder engagement, control communications, control costs, control quality, etc.)

• variance analysis is NOT a forecast method

• Perform Integrated Change Control

• the PM should influence the factors that cause project change

• changes arises as a result of: missed requirements, views of stakeholders, poorly designed WBS,

misunderstanding, inadequate risk assessment

• all the process is documented in thechange log

• tracked using achange management system, also affectconfiguration management system

•

configuration control: changes to deliverables and processes

• change control: identify/document/approve changes

• configuration management activities: configuration identification, configuration status

accounting, configuration verification / audit to ensure the latest configuration is adopted and delivered

• for a change request: 1) identify need, 2)assess the impact, response and alternatives, 3)

createCR, 4) Meet with stakeholders, 5) obtain approval from CCB (change control board) or PM

asdefined in roles and responsibility document/PM Plan, 6) request more funding if needed

• customers/sponsors mayneed to approve certain decisions by CCB (if they are not part of CCB)

• communicate the resolutions (approve or reject) to change requests to stakeholders

• Burnup chart vs Burndown chart

Close Project or Phase


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• ensure all procurements are closed (in the Close Procurements Process) before formal closure of

the project/phase

• create the project closure documents

• formal sign off by designated stakeholders/customer

• obtain formal approval to close out the project/phase (administrative closure)

• obtain approval and deliver the deliverables (maybe with training)

• finish and archive documentations, lessons learnt and update to organizational process asset

• if the contract comes with a warranty, make sure that changes during the project are evaluated

against the origin clauses, ensure alignment of the warranty and changes

•

to close a project as neatlyand permanently possible

• for multi-phase projects, this process will be performed once for every phase end andonce for

the whole project (5 times for project with 4 phases)

• litigation can be further pursued after the closure

PMP Study Notes 4

Documents

Transcript of PMP Study Notes 4